Successful leaders are adept at improvisation, ingenuity decisiveness, motivation and resourcefulness. Speed or celerity in methods and execution of plans is a common ingredient found in most great leaders. To attack and to defend are opposite sides of the same coin.

 

Great leaders are adept at devising both pugnacious and defensive strategies. Knowledge of when to attack or combat, and when to step back is imperative for deft leaders. Perspicacious leaders thoroughly analyze both their business rivals, and their strengths and shortcomings. They make all sorts of calculations based on the aforesaid deducements, and as eventual victors, realize the importance of beings paragons of pragmatic patience.

 

The judicious leader looks to master the art of synergy and does not depend only upon individual brilliance. While he uses each man best according to his ability, he does not expect very high standards from the mediocre, the stunted, the obsolete or the untalented. Visionaries or farsighted leaders are monuments of patience, bide their time or play the waiting game, and should not be viewed as shirkers or ineffectual individuals. Timing is the essence of winning, even if termed as late by the common folk.

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Pushpendra Mehta is the author of “Win the Battles of Life & Relationships” and “Tomorrow’s Young Achievers.” He is the CEO of VCherish.com and also serves as a “Business, Marketing, Communications, Careers, Creative and Web Consultant” to ‘Young Minds (age 15-45).’

 

Disclaimer: The views and contents expressed in this article are the sole responsibility of the author and do not necessarily reflect those of VCherish.com, its Editors or VCherish Media. VCherish.com, its Editors or VCherish Media will not be responsible or liable for any inaccurate or incorrect statements contained in this article.

 

In the autumn of 2005, I underwent a course on ‘International Business Strategy’ at the Kellogg School of Management, Northwestern University. The course was being taught by Professor Daniel F. Spulber, Elinor Hobbs Distinguished Professor of International Business and Professor of Management Strategy at the Kellogg School of Management. Prof. Spulber is the founder of Kellogg’s International Business & Markets Programme. He is the author of twelve books and the founding editor of the Journal of Economics & Management Strategy.

 

You can well imagine how fortunate and blessed I was to be a part of the renowned professor’s ‘International Business Strategy’ class. Because of the passion and expertise Prof. Spulber brought to the subject, now and again, over coffee breaks, I would pick on his brains to enhance my understanding of the dynamics of global business. He was very patient with my inquisitions and his perspicacity on ‘international business’ in the context of international retail, transnational manufacturing, and global services sector was truly exceptional.

 

What was most impressive was the in-depth knowledge he possessed about social, cultural, economic and business practices spanning continents and countries that grace our universe, particularly nations that come up seldom for discussions. The hallmark of an outstanding professor lies in his or her ability to get the class to participate in intelligent and lively discussions. The virtuoso that he is at bringing out ‘participatory and spirited deliberations,’ he made his eclectic class learn more from each other than mere manuals or text book. He dwarfed his attainments to make his students feel very comfortable in his presence.

 

Among other aspects, what amazed me was his comprehension of emerging countries, particularly India and China. His predilection for observing trends in emerging countries that go unnoticed, his recommendation to students to work and travel internationally (particularly in India and China), and his brilliance in observing unique and veneered strengths of different cultures make him truly an outstanding professor of international business strategy and an extraordinary conversationalist.

 

Before my academic sojourn at Northwestern University, I had been part of international consulting assignments, but it is Prof. Spulber who taught me the importance of ‘strategic internationalization’ of one’s avocation, business, passion or interests—be it a salaried professional or an entrepreneur, an actor or reporter, architect or writer, consumer activist or environmentalist, professor or student. To successfully do so, I would advocate and implore every young mind (non-business and business background) to attend a course on ‘international business.’ International business does not connote only competitive strategies, foreign direct investment, economic analysis, market entry, exports or imports. It goes beyond to include an understanding of divergent cultures, their areas of expertise or specialization, and the unique aspects of its products and services. In a small world it makes you think innovation and attain big.

 

The urge to move beyond the domestic or home turf will be important to survive in a spaghetti world, where things change as fast as you slurp the noodles in your mouth. In a digital and knowledge based world, understanding of international business may prove to be your shield or security cover during tough times. When the chips are down and mere survival comes into question, knowledge of ‘international business’ can be your propeller to connect with somebody within your area of interest across the world and start afresh.

 

Even with basic knowledge of ‘international business’ practices, new ventures and unexplored options will open up. Young Minds, you could create jobs and generate large scale employment if exposure to international business perspectives can be attained when young and at your prime. Remember, ‘International attainments overshadow domestic stardom’ (A quote from my first book “Win the Battles of Life & Relationships”). You too could go international with your occupation, interests, commitments and network. And exposure to international business will just make it easier.

 

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Pushpendra Mehta is the author of “Win the Battles of Life & Relationships” and “Tomorrow’s Young Achievers.” He is the CEO of VCherish.com and also serves as a “Business, Marketing, Communications, Careers, Creative and Web Consultant” to ‘Young Minds (age 15-45).’

 

Disclaimer: The views and contents expressed in this article are the sole responsibility of the author and do not necessarily reflect those of VCherish.com, its Editors or VCherish Media. VCherish.com, its Editors or VCherish Media will not be responsible or liable for any inaccurate or incorrect statements contained in this article.

 

The younger you are the easier it is for you to walk the unexpected path – strange are the ways of life. The corridor of unconventional risks can come knocking at your door much later in life. You can better handle the atypical perils if you have lived the aberrant risks when young.

 

In the late 1980s, my father Vijay S. Mehta was asked to ‘set up and head’ the credit card division at ANZ Grindlays Bank, India (it used to be the largest foreign bank in South Asia). Until then all cards in India were charge cards.

 

The bank wanted a heavyweight to head the profitable credit card business. In a country where credit was considered a dirty word, telecommunications were at its infancy, access to skilled consumer lending or credit card professionals was almost non-existent, there was no credit bureau or localized credit scoring model, setting up a credit card division (from scratch) to cater to the Indian consumer was a huge risk. As if this was not enough, he was expected to launch a nationwide product with meagre resources. The mandate was to show profits in less than three years. It is public knowledge that credit card business is capital and technology intensive that takes on an average three years to break even.

 

My father was on the horns of a dilemma. He had a cautious corporate and branch banking mindset, and knew little about the credit card business. He was given to understand that managing risks of a credit card business may be more complicated than managing big ticket corporate loans. But he had a choice. He could have turned down one of the biggest challenges of his career and got somebody else to take up the mantle. It was a time when he was well entrenched within the banking fraternity. He had children who were in school. He knew that the odds to succeed were stacked against him and if he botched it, his career would be scarred and perhaps over.

 

While he could turn to advice to his trusted colleagues and friends within the financial services industry, the decision had to be his own. For a long time he felt alone and lonely. It was a tough call. The probability of succeeding was remote and he felt he was inches away from marring his banking career. Yet, the true leader dwelling within goaded him to cut the Gordian knot. He rose to the occasion, took up the challenge and in the late 1980s, successfully pioneered and launched the first credit card in India—ANZ Grindlays Bank Credit Card.

 

Dad can look back with a lot of satisfaction because with the introduction of credit cards, he sowed the seeds for making the life of millions of Indians rather ‘convenient’ be it travel, entertainment and retail sojourns, crisis, emergency and medical management, utility bills payment or education fee payout.

 

Dad has since advised me, “You can take career defining ‘unconventional’ risks even on a job. Uncommon risks are not the sole purveyor of entrepreneurship or a onetime act. However, it is best to take the ‘exceptional’ big risk when young and below 40. If it does not pay off, you would still have 10-15 important years to re-work your career.”

Remember it is natural to play safe, but if you can avoid the herd mentality, stretch beyond what you think is possible and embrace the unusual risk, particularly when young, it will hurt less if it does not work out as planned. However, if it does pan out as envisaged, the younger you are, the more likely you are too be the vanguard of change.

 

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Pushpendra Mehta is the author of “Win the Battles of Life & Relationships” and “Tomorrow’s Young Achievers.” He is the CEO of VCherish.com and also serves as a “Business, Marketing, Communications, Careers, Creative and Web Consultant” to ‘Young Minds (age 15-45).’

 

Disclaimer: The views and contents expressed in this article are the sole responsibility of the author and do not necessarily reflect those of VCherish.com, its Editors or VCherish Media. VCherish.com, its Editors or VCherish Media will not be responsible or liable for any inaccurate or incorrect statements contained in this article.

 

I am often asked by college and university students, “Where will tomorrow’s CEO come from?” As requirements vary between industries or business, it is difficult to make an accurate prediction. But if you were to ask me to hazard a guess or make an educated inference, my opinion will not impress most. I am in the minority. Most will say finance, marketing, sales, business development, engineering, production or information technology, but at the risk of being proven wrong, I put my money on Public Relations (PR) or Human Resources (HR). My inexplicable sixth sense tells me that by 2025, a number of big and medium sized companies will have CEOs from the PR or HR domain.

 

With talent management, social responsibility, image management, ethics and corporate governance becoming increasingly important factors for stakeholders (including investors and customers) in an organization, I can envision a future where PR and HR will be treated on par with perhaps, two of the most important (widely regarded) present day functions of businesses– marketing and finance.

 

People make iconic companies and perception makes them credible. HR and PR epitomize these aspects better than any other management function. You can hire the experts i.e. the best CFO to create more wealth, the ablest CTO to develop the most innovative hi-tech solutions, and the smartest CMO to be the trailblazer for cutting-edge, innovative and customized products and services, but for an uncertain, evanescent and fast evolving world, you require a ‘change manager and sagacious human capital specialist’ as a CEO, which to my mind would be best provided by an HR specialist or expert.

 

In a competitive world where discerning individuals decide which organizations to work for based on its environmental friendly policies and customers buy from companies that have adopted social responsibility goals as a belief system, the public relations czar too would be a great choice for the CEO role.

 

It is a fallacy to continue to assume that marketing and finance people know best how to run companies. If this were true, why did the economic crisis of 2008-09 touted as the biggest financial wreckage in decades mar the fortunes of some of the most renowned or iconic companies across the world? Apparent reasons—greed and wrong decisions. Veneered reasons—Lack of visionary leadership and image management skills. Marketing may be my first child and public relations the second offspring, but at the cost of speaking out of turn or shooting myself in the foot, I do feel that future CEOs will come from public relations and human resources domain.

 

It is imperative to demolish stereotypes—‘PR and HR is a soft skill or meant for the weaker sex.’ PR cannot be defined merely as publicity and HR as hiring or recruitment managers. The major components of PR include media relations, investor relations, corporate social responsibility, image management, new media, internal branding and employee communications, crisis communications, issues management and speechwriting.

 

Human Resources go beyond recruitment and selection. It includes, among others, organizational development and leadership, diversity, talent management, training and development, career customization, succession planning, employee appraisals, change management, international HR, and compensation and benefits.

 

I would exhort, every young mind to spend adequate time understanding the nuances of public relations and human resources. Whether you work in the mainstream or non mainstream realm, you will need public relations and human resources skills at some point in time. Irrespective of whether you take the self-employment or the salaried employee route, you will need new age PR and HR skills to build your own brand, your organization’s profile, and augment the development of your establishment’s human capital.

Young Minds, HR and PR are getting hotter by the day. You are requested to remember a cardinal principle—you cannot create an iconic brand without strategic PR and you cannot create a great organization without adept HR. Please remember this equation:

 

Numero Uno People + Numero Uno Public Perception = Numero Uno Organization.

 

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Pushpendra Mehta is the author of “Win the Battles of Life & Relationships” and “Tomorrow’s Young Achievers.” He is the CEO of VCherish.com and also serves as a “Business, Marketing, Communications, Careers, Creative and Web Consultant” to ‘Young Minds (age 15-45).’

 

Disclaimer: The views and contents expressed in this article are the sole responsibility of the author and do not necessarily reflect those of VCherish.com, its Editors or VCherish Media. VCherish.com, its Editors or VCherish Media will not be responsible or liable for any inaccurate or incorrect statements contained in this article.

 

Kyle Parker is a successful entrepreneur, and one of the most intelligent young professionals I have met in my life. He attained a Masters degree in Integrated Marketing Communications from Northwestern University, and is president of a marketing and business channel development firm representing manufacturers in the video surveillance and Homeland Security industry. He has served as a broker’s assistant in the US Treasury Bond pit at the Chicago Board of Trade (The world’s oldest futures and options exchange) and was also very active in state and national level political campaigns.

 

Kyle recently founded www.securityspy.tv—a video blog and social networking community for professionals involved with cyber warfare and cyber security. I have admired Kyle for several reasons; primarily because he is an interesting conversationalist—that comes from being intelligently curious, a voracious reader, an eloquent public speaker, and an early adopter of new technology and consumer electronic products. Kyle is extremely open to diverse cultures, and his impeccable sense of humour can breathe life into the dullest gathering.

 

In 2006, Kyle told me, “Playing safe is one of the biggest risks in the 21st century. Just as ships are not built to stay in the harbour, we are not meant to stay where it is safe. We have to face and cross choppy waters to stand tall in a new world where the rules of the game will mandate recurring risks for survival.” He reiterated this sagacious advice to me during my last trip to US.

 

Kyle quizzed me once, “Pushpendra do you know why Steve Jobs, Bill Gates, Michael Dell, Sergey Brin, Larry Page and Mark Zuckerberg were able to create iconic brands as Apple, Microsoft, Dell, Google and Facebook?”

 

I thought I knew the answer (I was wrong) and yet I said, “Why Buddy?”

 

His answer was not what I had in mind. It was remarkably simple yet worthy of note. He replied, “Each of these luminaries took risks when fresh and young, when the burden of the word experience was unknown to them. It is easier to take risks when young. Even if you fail, it is better to fail early than late. Young risks do not have to worry as much about reputation. Older risks have to worry about image management.”

 

Kyle and I have often deliberated the concept of early adoption of risks by youth. We have often discussed the pros and cons of exploring unchartered paths when young. We have often cogitated about the importance of moving outside the comfort zone when young. We have often pondered about the impediments of playing safe when young… it provides for a safe haven in the short term, but creates more obstacles in the long run when the world around us changes rapidly and threatens obsolescence. We have often mulled over the journey from oblivion to greatness… and we have arrived at a debatable conclusion, but something we are convinced about—Get out of your comfort zone and take risks – start early, start young. You have that many more years to bounce back or change course should things not work out as planned. And should it work out as you envisaged you will have that many more years to assist or serve your family, organization, community and nation.

 

To my mind taking risks commences with taking small steps to confront your fears. It is ambling towards small measures of indulgence with the unknown. Go back to the first time you were asked to jump in a pool and try swimming. You may have been scared, but you did it. Go back to the first time you were asked to drive a car or ride a bike. You were nervous, but you did it. Go back to the first time you participated in a school play, public speaking competition or a musical show. You were shivering, but you did it.

In each of the aforesaid occurrences, you took a small step outside your comfort zone, you took a small risk, you failed the first time, but you bounced back and learnt swimming, driving, acting, music and public speaking. You managed to acquire new skills because you were in the learning mode, because you were raw, because you were sharp and quick on the feet—all done most comfortably when you are young.

 

One of the best ways to face up to unknown challenges, and take small strides towards a risk-enhancing appetite is to live overseas or internationally for at least a quarter. Preferably, do so when in college or university.

 

Volunteer to teach a language or a creative course, learn a foreign language (Spanish in Spain, Chinese in China, and French in France), study in an exchange programme, work as an intern, backpack and travel by yourself or live with an ‘adopted’ family. There are innumerable options for college and university goers to live abroad for a quarter or semester.

 

Alternatively, if you are an entrepreneur or employed with an organization, look out for the earliest opportunity to work with people from other parts of the world. You will broaden your horizons, learn to spread your tentacles and risks, hone your cross-cultural, networking, relationship and professional skills, get prepared for an increasingly globalized and small world, and remain forward-looking. Remember, learning is a two-way process, and when you work with foreigners, they will also learn and grow from working with you. And if you become friends, future visits to each other’s land will be that much more special and highly cherished.

 

During the early part of my consultancy career, I was fortunate to have worked with some of the brightest minds from North America and Asia Pacific. As I acquired more experience and was exposed to work practices of other countries, I grew exponentially as a professional.

 

There have been moments of anguish, frustration, differences and conflict in cross-cultural assignments, but each time I was presented with an opportunity of getting out of my comfort zone to work with people from another country, I chose to grab it with both hands, because leadership dexterity, cerebral depth, networking ability, communications versatility, art of tact and persuasion, strengthening of functional competence, anticipation skills and operational acumen were heightened and augmented.

 

Spend a quarter with a foreigner on a work project, extracurricular endeavour or academic assignment and you will be a positively different person. Explore these low risk options and it will change your perspective about life. More importantly, it will introduce you to a new person – YOU that you may not be aware off.

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Pushpendra Mehta is the author of “Win the Battles of Life & Relationships” and “Tomorrow’s Young Achievers.” He is the CEO of VCherish.com and also serves as a “Business, Marketing, Communications, Careers, Creative and Web Consultant” to ‘Young Minds (age 15-45).’

 

Disclaimer: The views and contents expressed in this article are the sole responsibility of the author and do not necessarily reflect those of VCherish.com, its Editors or VCherish Media. VCherish.com, its Editors or VCherish Media will not be responsible or liable for any inaccurate or incorrect statements contained in this article.

 

* Names of individuals and their organizations have been changed or kept confidential to protect their identity.

 

Atul Sagar graduated last year from a top B-school in United States and even in a tough US economy was able to line up a series of seven interviews for a suitable marketing job. And yes, he did manage to get multiple offers. He finally chose to go with a reputed FMCG company because of its cache, international network and brand portfolio, not to forget the attractive compensation offered to him.

 

A month ago he wrote to me and apprised me of his professional “mega stress” and the resultant negative change in his life. A few days later, I received a “supervisor distressed” call from another B-school alumnus, Ritu Mishra, who is employed with a consultancy company. I heard them with a patient ear and then asked, “Did you undertake the most important interview before you accepted the job?”

 

As expected, the unanimous reply was “NO.”

 

The answer was self-explanatory. They had condoned, perhaps one of the important aspects that determines early professional growth and success – they did not “Interview their prospective boss during the interview process.”

 

Your immediate boss or supervisor is a very important or powerful person. I do not mean your spouse or beloved, but your professional boss. At least a third or more of your day is spent working for a brilliant, good or appalling supervisor. And if you abhor your boss, he or she accompanies you even in your dreams, weekends and vacations.

 

Whether, it is the new age video based or virtual driven “global or national” reporting relationship, or the traditional same location association, you will spend a fair amount of time communicating with your boss. You can only hone your skills and grow if you have an open, comfortable and collaborative working relationship with the incumbent in charge. If he or she creates a work environment of indescribable stress or authoritative dictates, you will feel as if you own a Mercedes, but do not possess the key to drive the beauty. Thus, he or she will merely be a boss and not a leader.

Hence, I always recommended to university graduates and young professionals to interview their prospective or immediate boss before accepting a job offer, because a lousy boss can decelerate your short term career progress in a very competitive white collar market that could take years to recover from.

 

A week ago, during a career strategy session, Vivek Tandon, a young finance professional employed with a reputed bank and hoping to make a job change rather soon, hurled an intelligent inquisition at me – “How can we interview a prospective boss when we are edgy, nervous and eager to get hired. The power equation always skews in favour of the hiring manager or the boss.”

 

I replied, “We forget that just as we are being interviewed for a particular role in a well-known organization, the probable boss and the hiring organization is equally eager to sign up with the best or the brightest. Understanding this veneered significance helps balancing the power equation and reduces the nervousness that accompanies the interview process.”

He quizzed, “How can an edgy or nervous interviewee figure out the likely boss?”

I said, “It may be normal to get nervous, but what can make it easier is to treat the interview process as an opportune ‘discussion and query session’ that will enable you to know more about the job, your immediate superior and the employer, and then arrive at a considered decision.”

Vivek remarked, “What aspects should I try and gauge during the interview process?”

I replied, “The first rule to remember is that the obvious is seldom revealed. During the course of the interview a discerning boss may volunteer information and share his profile, views or background with you. Keep your eyes and ears open to process or analyze information so shared.”

“If that dissemination exercise does not take place, you should towards the end of the interview, politely request the interviewer to tell you something about him or her without sounding intrusive. Your body language should delineate your genuine interest in his or her story,” I added.

“An interesting take. But that may not be adequate to know the mindset of the boss?” Vivek commented.

“You’re spot on. The next step is to build on the information you have received and politely ask the hiring manager certain key questions without being unduly worried about time issues. It is better to quiz in haste than repent soon after - because answers to your inquisitions can “possibly” save you from years of anguish or help you make a prudent pick if you have to choose between multiple offers. Remember, answers to your intelligent queries will at best take another 10-15 minutes and given a mature boss, will get you brownie points as well,” I replied.

 

I shared a check list of significant queries (you can make your own list) with Vivek that I append below for your benefit to ferret the characteristics of your prospective boss and ascertain the “right fit” factor. Read on:

• Your expectations for the job I am interviewing for?
• Your management and leadership style?
• Outside work hours, do you pursue any interests?
• Your favourite book?
• Your biggest attainment?
• Five years from now, where do you see yourself?

 

There is merit to the fact that as is in marriage, until you have spent adequate time on the job with your boss, you will not know the complete truth behind the aforesaid queries. However, even if the boss is a strategic czar or master of the game of selective disclosure, sometimes a succinct explanation or a few words are adequate to figure out the persona of a likely boss or what to expect. You can then decide if your prospective boss and you will be a “suitable fit” for each other or it is better for you to pass the job (if an offer is made) to prevent months or years of anguish.

 

Your first progress point within an organization is your immediate boss. No matter how smart or brilliant you are, if you and your boss are not an “appropriate match,” your short term career will most likely suffer. Atul and Ritu are alumnus of venerated B-schools, possess excellent academic credentials, and considered among the most talented within their cohort. Yet, they have to work for a boss they detest. Had they undertaken “The most important interview,” they perhaps, would have enjoyed going to work and not have to live through the agony of reporting to a dreadful boss for months on end.

 

If you are interviewing for a job today, please remember to interview your likely boss or supervisor. And each time you change jobs, interview the person you will report to. Given the fact that in the 21st century, on average young minds will work across four-five verticals spread through six-seven job changes, practice will lead to proficiency, and what you may not get right during the first few interviews or the first two jobs, may hit the bulls eye with the third assignment. And when you become a “boss,” please do remember to adopt the sagacious words of Ken Blanchard (one of the most influential leadership experts in the world), “In the past a leader was a boss. Today’s leaders must be partners with their people…they no longer can lead solely based on positional power.”

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Pushpendra Mehtais a ‘Career Strategist & Mentor’ to Students, Executives and Entrepreneurs. He is the author of “Tomorrow’s Young Achievers,” a book that provides 31 Career Insights to prepare young minds for a radically different tomorrow.

 

Disclaimer: The views and contents expressed in this article are the sole responsibility of the author and do not necessarily reflect those of VCherish.com, its Editors or VCherish Media. VCherish.com, its Editors or VCherish Media will not be responsible or liable for any inaccurate or incorrect statements contained in this article.

Do you know how Sherlock Holmes was born? British author Sir Arthur Conan Doyle combined his love of science and literature to write mystery stories and created a fictional detective – Sherlock Holmes. History was made, because Sir Doyle thought differently than others. He fused his interest and skills to give the world a brilliant and memorable detective that appears as authentic and lifelike as you and me. We too can adopt “differentiation” as a mantra and create history.

 

To many, life provides an opportunity to stand out in a crowd, away from the herd mentality. However, a number of individuals prefer sticking to a ‘followers or flock’ mentality because it provides for a safety net. The caveat, a safety or comfort net does not lead to eminence. We are all unique in our own way, and the trick is to first find an ‘innate or acquired’ talent or skill, and then adopt an ‘uncommon’ approach to make it a profession or avocation to attain inimitable success. But you can explore your talent and gifts, only if you know yourself – your strengths and weaknesses. The way to this is to reflect on your aptitude and seek feedback from a ‘neutral or independent’ voice i.e. your teacher, professor, coach, instructor, or a career strategist. When you discover what you are made for, you may follow it with oodles of zeal and pursuit of unusual methods.

 

Observe outstanding artists and performers. They are great examples of individuals who developed a skill or talent, which is ‘difficult to replace or scarce to find.’ Scarcity creates value, and makes it worth more than its weight in gold. You can start by getting noticed through a quality, trait, strength, skill, discipline, or involvement in a series of ‘discerning’ activities to court positive attention. Your statement of difference will start right away.

 

Across different arenas, accomplished individuals do things out of the ordinary, and overshadow their colleagues or predecessors. For them doing well is not enough. They take new paths. They charter their own course by conjuring a ‘visible’ behaviourial, cerebral, physical, discipline or skill set difference. They build on the difference by taking advantage of creativity, innovation, visuals, images, symbols, substance, and style. They do not walk in the moccasins of somebody else, but carve their own niche through novel measures and rejection of the routine.

 

The ‘master’ of the art of differentiation challenges assumptions and believes everything is possible, even if there is a one percent chance to ignite a fire. He or she adopts continual improvisation and ingenuity in their acts. As monuments of patience, they know Rome was not built in a day, and believe that small steps towards continuous differentiation leads to extraordinary success in time to come. Nothing stirs a person more than recognition of his or her being ‘truly’ different. You can be famous, but being different calls for a penchant for experimentation and an ability to laugh at your mistakes and failures. Remember, the more you experiment for a purpose, the better you will become at the act of mastering differentiation.

 

Following the herd is another name for mediocrity. You are in your own way unique and different. Know yourself and discover your key to success – differentiation. If you do not like what I pen, reflect on the German philosopher Arthur Schopenhauer’s sagacious words, “We forfeit three-fourths of ourselves to be like other people.”

 

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Pushpendra Mehta is a Career Strategist with VCherish Consultancy. He is the author of “Win the Battles of Life & Relationships” and also a “New Age” Marketing, PR & Communications Consultant. Watch this space for his second book that is dedicated to Young Minds.

 

Do you have an elevator speech (or elevator pitch)? Can you explain your idea, profile, talent, business, project, product, service or specialization in 30 seconds (the average time span of an elevator ride from the first floor to the top floor or vice versa)? Can you say a lot in a few interesting words? I am an artist, architect, designer, consultant, lawyer, banker, politician, marketer, or reporter – sounds boring.

 

In essence, do you have a short description or presentation of what you do that grabs attention? If not, I suggest you to develop one, because you will meet the most influential and well connected people within and outside your profession, at places, times and moments when you least expect it. In an elevator, you could bump into ‘the legendary CEO’ of a reputed company you would die to work for. On a flight, you could be seated beside a renowned writer, social activist, photographer, philanthropist, consultant, academic or entrepreneur. At the lobby of a hotel, you may see a media baron in conversation with a colleague. You have to seize your moment. Thirty seconds is all what you have to use the power of ‘interesting words and sentences’ to engage the important person to have a conversation with you.

 

You have to make the first few seconds count even if you are nervous or frightened. An elevator speech is an opportunity to make a concise sales pitch that lasts for less than a minute to captivate the eminent, celebrated or famous, to provide you an opportunity to be counted or receive advice that can change the course of your life. Fortune and luck can come knocking at your door anytime. Take the elevator ride from the first floor to the top floor today, and be prepared with your elevator pitch… In the autumn of 2005, my elevator speech opened up an unexpected opportunity for me.

 

It was a Monday morning; I had woken up late and groggy. I had to dash to get to class (Northwestern University) on time. Every minute mattered, and when I got to the McCormick Tribune Center (my class was held here), I had no option but to scurry for the elevator. As I hurriedly stepped into the elevator, I heard the name ‘Lee Heubner.’

 

Lee Heubner was being introduced to a graduate student by a distinguished faculty member at Medill School. All three of them had got into the elevator before I did. Just when the doors were about to close, I managed to get into the elevator, with Chai Tea Latte and a cheese sandwich in one hand, and my heavy backpack (contained my laptop, books from the library, and a small box of delicious After Eight Mint Chocolate) in the other hand. You can well imagine how ‘full my arms and hands were.’

 

My eyes popped out when I heard the name Lee Heubner. An alumnus of Harvard University and Northwestern University, Lee Heubner was the publisher and CEO of the Paris-based International Herald Tribune. He had also served as deputy director of the White House writing and research staff during US President Nixon’s administration. Among other accomplishments, Lee was former president of American Chamber of Commerce in France.

 

In the elevator, luck smiled at me. Seconds later, the faculty member and the graduate student got off at the second floor. Lee was heading to another floor. Only he and I were in the elevator. You know how eager and energized you feel when you are in the presence of an eminent personality. After all, it is not every day you meet a person who has worked for the President of United States, is an alumnus of distinguished universities, and has excelled in various capacities. I seized the moment to introduce myself as a ‘marketing, business and communications specialist who loves to write about people, relationships, products and services.’ My elevator speech was succinct and caught his attention.

 

The affable Mr. Heubner remarked, “You must now do two things—author a book, and learn how to write and deliver speeches. Authors are often called to make speeches.”

 

“Incredible advice,” I told myself.

 

Lee had just opened my mind to an added opportunity for an author and writer. My elevator speech and an unexpected tryst with Lee Heubner lay the foundation for futuristic accolades, unknown to me then. I had an elevator speech ready when I took the momentous elevator ride with Lee Heubner on a Monday morning in fall 2005. His advice opened up an unexpected world of opportunity for me as an author, speechwriter and speaker.

 

Prepare your elevator speech bearing in mind that you are ‘different, unique and a brand’ that can redefine the world around you. You have been created for a reason and your call is to discover the true purpose of your being. Remember to make it big; ‘You the brand’ does not have to be dishonest or a tool of deception. On the contrary, you must be genuine, honest and true to yourself – therein lies the ‘heart’ of marketing wisdom.

 

You never know where and when you could meet your Lee Heubner. It could be in a mall, car parking, hotel lobby, rest room, friend’s house, on a flight, or an event; and yes never rule out a small elevator ride. But before that ask yourself do you have an elevator speech?

 

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Pushpendra Mehta is the author of “Win the Battles of Life & Relationships” and “Tomorrow’s Young Achievers.” He is the CEO of VCherish.com and also serves as a “Business, Marketing, Communications, Careers, Creative and Web Consultant” to ‘Young Minds (age 15-45).’

 

Disclaimer: The views and contents expressed in this article are the sole responsibility of the author and do not necessarily reflect those of VCherish.com, its Editors or VCherish Media. VCherish.com, its Editors or VCherish Media will not be responsible or liable for any inaccurate or incorrect statements contained in this article.

 

We are living in a world, which does not provide security of any kind – jobs, entrepreneurship, relationships or life. This explains why insurance companies and banks love our wallets.

 

Young minds, as never before, will be most affected by enormous socio-economic, cultural, political, technological, legal and environmental changes that shall engulf your personal and professional life. Welcome to a world of insuperable pressure where you would need to make quick decisions about more complex issues in uncertain, rapidly evolving and competitive conditions.

 

You are inheriting a world where personal relationships are being questioned, existing business models are not providing significant results, ubiquitous technology is altering social and cultural behaviour, online and mobile commerce are changing the way payments systems evolve, a legacy of environmental degradation is beginning to endanger eco system, technology cycles are getting shorter, and the advent of ‘new age’ saboteurs, fraudsters and terrorists is threatening to take over our financials, privacy and our social and communications network.

 

But every negative has a positive, every problem presents a solution, and every adversity provides an opportunity, which is why you are also a part of exciting times, where perhaps, for the first time in history ‘the world of internet and cell phones’ has created a level playing field between the big and the small; where it takes individuals with comparatively less money create a Google; where a job loss can be a great funnel for dreaming big as an entrepreneur and generating employment; where the consumer knows more (knowledge is not just power, but supreme) than the employees of an organization; where old and traditional media conglomerates can be challenged by start-up online and mobile media ventures; where old adversaries are new friends; where in a digital economy, people want to communicate, and collaborate with others across seven seas; where real money is being spent to buy virtual goods; where a mobile phone acts as a TV remote or a movie projector and also stores money; where Twitter, LinkedIn, Second Life and Facebook have made the world a smaller place; where YouTube can be your voice of self expression and cash machine; where a library of audio books, m-books and e-books on your cell phone or laptop may supplant paper back or hard copy printed books; where 75-100 year old venerated companies are unsure of survival; where blogs, digital cameras, tablets, webcams, smart phones, net books and podcasts are creating a new wave of media reporters or citizen journalists; where the spread of WiMAX, 3G, 4G and Web 3.0 will revolutionize news, information, communications and entertainment; where the young can achieve stardom early and easily; where it does not take 30 years to make a difference or be a billionaire….but this is only the beginning of the change that will be a part of our lives by 2025.

 

Mastering the ‘art of incessant change and flexibility’ will be critical to your success. This will come about only if you are ready to start making small changes NOW, if you acquiesce to reinvent the wheel, and treat accolades of yesterday as bygones, and failures as a necessary facet to greatness.

 

My father who is the offspring of the Second World War generation, always felt until recently that his generation had witnessed ‘unparallel’ changes through the mediums that facilitated sweeping social order changes… telegram, fax machine, television, photocopier, scanner, cash register, computer, calculator, credit card, ATM, advertisements and power point presentations.

 

He candidly admitted to me a few years ago, “Today’s change is bigger than yesteryears. You cannot allow yourself to feel I have arrived in life because upon graduation, I got a better job than my classmates. You cannot bask in glory after securing admission to the best college or university in your chosen avocation. You cannot blow your trumpet for outstanding results attained by your organization last quarter… that quarter just ended yesterday. You cannot lean on your innate blue blood or silver spoon to hold sway. You cannot feel privileged because you got professional recognition rather early. Triumphs are short-lived in the 21st century. The winds of change can knock your accomplishments very soon. Keep on learning and changing before they fire through the range at you.” Dad’s thought provoking observations comes from his inclusive experience in various capacities within the profit and nonprofit world.

 

My fellow young friends, you are more intelligent, able, dynamic and clear-headed than yours truly. You are the young jewels who are better informed than any generation that has graced our small world. You are bright, tech-savvy, razor-sharp and independent minded, and you have more choices and opportunities than generations of a bygone era. Please bear in mind that the 21st century is a new age of immeasurable ‘young innovation and creation potential’ as long as you adopt bold steps and envision your place in history, even if the road ahead is not easy. Growth is the objective, not perfection. Anything is truly possible if you remember that “insecurity creates incredible opportunities and for every negative there is a positive waiting to be explored.”

 

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Pushpendra Mehta is the author of “Win the Battles of Life & Relationships” and “Tomorrow’s Young Achievers.” He is the CEO of VCherish.com and also serves as a “Business, Marketing, Communications, Careers, Creative and Web Consultant” to ‘Young Minds (age 15-45).’

 

Disclaimer: The views and contents expressed in this article are the sole responsibility of the author and do not necessarily reflect those of VCherish.com, its Editors or VCherish Media. VCherish.com, its Editors or VCherish Media will not be responsible or liable for any inaccurate or incorrect statements contained in this article.